Southern Tier Firing Range

Business Plan for 2017

October 2016
19 Durham Street
Nashua, NH 03063
Phone: 603-305-8325

Email: spencermadden2@gmail.com

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 Table of Contents
Executive Summary..3
Mission Statement, Vision Statement, Company Culture.4
Company Description..5
Opportunity Analysis and Research..5
Industry Analysis.6
Environmental Analysis..7
Competitive Analysis9
Marketing Strategy and Plan10
Products/Services.11
Pricing12
Promotion..12
Place13
Management and Operations..14
Management Team....14
Research and Development15
Physical Location...16
Facilities...17
Inventory, Production, and Quality Assurance.18
Financial Analysis and Projections.18
Sources and Uses of Capital19
Financial Projections Chart (Year 1 - Year 5) .20
Risks and Assumptions..20
Funding Request and Exit Strategy21
Amount and Type of Funds Required..21
Exit Plan.21
Milestones21
Appendices (rsum)...23
Sources24

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Executive Summary

Southern Tier Firing Range (STFR) is a 30 lane firing range located in Binghamton, NY with the

first virtual range in the Southern Tier region. We offer the opportunity for shooting

enthusiasts, whether it be hunters, active duty and past veterans, law enforcement, or

someone who is a first timer to safely come in and enjoy the excitement of shooting. We are a

sole proprietorship founded by Spencer Madden in 2016 who is a long time outdoorsman with

a passion for firearms and business. We offer 3 different membership opportunities as well as

range time purchased by the hour. Due to the increasing demand by the public for tightened

gun regulations and the expansion of urbanization it is becoming more difficult to find safe and

legal locations for people to use their firearms. We satisfy the need for a location that people

can come and enjoy their hobby with out endangering or bothering local homeowners and law

enforcement. The factors that will be key to our success is our state of the art VirTra virtual

range and the well trained and experienced staff we hire. Our short term goal is to amass at

least 1% of our target market by the end of year 1 and a long term goal is to open up a second

operation after year 5. The resources that the owner brings to the company that will be crucial

to the success of STFR are his passion for business as well as his love of firearms and sharing his

knowledge of firearms with others. We plan to use the capital we raise to renovate the

warehouse we will operate out of to be suitable as a gun range, to purchase the VirTra

projection system, to license the business, and to recruit a well experienced and trained staff.

According to our year 1-5 financial projections we will see profits after the first year provided

we reach our goal of capturing 1% of the target market. We expect growth to be inevitable due

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to our intensive marketing strategy, unique service offered, and knowledgeable staff. We

expect to have 3% of our target market captured by year 5 which would give us a bottom line of

over $400,000. The owner plans to exit the industry upon retirement and will sell the company

and offer a month of training with the sale to the respective buyer.

Mission Statement

Southern Tier Firing Range strives to bring the enjoyment of shooting to a safe and friendly

environment where members can participate in their passion while accompanied by those with

the same interests.

Vision Statement

Through the help of our loyal STFR members/customers and dedicated staff, we plan to be the

largest firing range in the Northeastern United States with virtual range technology.

Company Culture

At STFR we treat all of our staff, members, and customers with the dignity and respect that they

deserve. We intend to act as though we are all a part of the same family. Everyone is

encouraged to share ideas, ask questions, and feel welcome to approach staff members for any

purposes. Under these guidelines we can operate as a family rather than just a business.

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Company Description

Southern Tier Firing Range is a company located in Binghamton, New York in the Southern Tier

of Upstate New York. Spencer Madden, the owner, saw an opportunity in the lack of gun

ranges in the area with increasingly strict gun laws emerging. As technology continues to

improve, gun ranges have a future that is limitless. Virtual range technology is the future in gun

ranges and STFR is fortunate enough to be one of the first in the industry to possess this highly

desirable feature. The company generates its revenue through monthly membership fees as

well as through the purchase of hourly range time by nonmembers. Spencer has the

experience necessary to thrive in a market with opportunity through his management and

entrepreneurship background, his extensive knowledge of firearms, and his esteemed people

skills.

Opportunity Analysis and Research

At STFR our target customer is very widely defined. The majority of people we service will be

from the Southern Tier of New York as well as surrounding areas. However, due to our highly

unusual technology we are expecting to attract a share of tourists through our doors. Our

target demographic are young boys and girls, middle aged men, and retired men, however this

not all we plan to attract. Along with this we expect and desire to attract people of all

ethnicities, but due to the demographics in our area we expect to deal mainly with white men

and women. The Southern Tier Region of New York includes, Allegany County, Broome County,

Cattaraugus County, Tioga County, Cortland County and Delaware County. According the the

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U.S. Census Bureau, the total population of the region is 613,209 and after subcategorizing the

population into groups and adding them together I found that 290,967 fall within our target

market which is just under 50%. (US Census Bureau, 2015) I used statistical research on the U.S.

Census Bureaus website to look at the demographics of each county to get a number that

represented our target market.

Industry Analysis

STFR operates in the industry of Shooting Range Operations according to the North American

Industry Classification System with an SIC Code of 79990703. (NAICS Association, 2016) The

most important factors that influence the demand for our service is our advanced technology,

and the increasingly strict gun laws. If we have issues with our VirTra range and cannot provide

that service, the demand goes down. However, as the technology advances and we are able to

put in place new scenarios and updates, the demand will go up. Likewise, if gun laws continue

to tighten up on the United States, the demand for local gun ranges goes up but if the laws are

more lenient, our demand goes down. The factors that influence the the supply of our service

is also the technology. Since this is a new technology and currently VirTra is the only

manufacturer of the system, if we need repairs and/or replacement parts this process could be

prolonged and we would not have our competitive advantage. As of 2016, there were only 444

shooting ranges currently operating in the industry and the current growth rate in the industry

is 1.9% annually. However, this number is projected to rise to 3.1% annually between 2016-

2020 according to IBIS World. (IBIS World, 2016) Our major customer group consists solely of

direct consumers. As stated in the previous section, our total market is the entire population of

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the Southern Tier Region which is 613,209, but this is not feasible because this would be placing

firearms in the hands of infants. (US Census Bureau, 2015) I have separated this number into

groups that consist of the target market. Our target market excludes anyone under the age of

10 and over the age of 75. It also excludes women over the age of 20 from the list. After all the

deductions I arrived at a number of 290,967 for our projected target market.

Environmental Analysis

SWOT Analysis:

Strengths Weaknesses

Large 30 lane range Only 1 location in a large region

VirTra Range system Expensive operating system
Highly experienced staff No gun shop or service department

Opportunities Threats

Small industry size High prices of ammunition

Projected growth in industry Increasingly strict gun laws
Increasingly strict gun laws

Some of the strengths that we possess at STFR are our large facility that allows up to 30 people

to be shooting at once, the lack of gun ranges in the region, and our biggest strength which is

our VirTra range. Our current weaknesses are our lack of multiple locations and not having a

gun shop or service department like most ranges. Not having another location is a weakness

due to the large area that the Southern Tier of NY consumes. Even though customers might live

in the region, it could still be almost an hour drive to our Binghamton location. Opportunities

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that we have are the small industry size, the projected growth in the industry and the possibility

of increasingly strict gun laws. Our biggest threats are the high prices of ammunition and the

possibility of increasingly strict gun laws. Gun laws are an opportunity and a threat because

they force customers to us because they restrict where they are allowed to fire their weapons,

however if they get so strict that they are banned completely then we no longer have a

business. High prices of ammunition are a threat because we provide ammo to our members

and ammunition manufacturers have a very inelastic good. As soon as it looks as though guns

may be banned they raise their prices because they know people are going to buy as much

ammo as they can before they cant anymore. (IBIS World, 2016) Some of the

external/environmental factors that impact us are technological changes, and legal factors. As I

just mentioned, the impact that changes in gun laws have on us vary greatly. They can either

hurt us or help us in a very large or small way. Technological changes refer to our VirTra

technology and how that technology will change. Currently, these systems are rare and

expensive so it provides us with a great competitive advantage. However, if this technology

becomes run-of-the-mill all ranges will have them and we will lose our unique selling

proposition. We do expect to have customers in other countries for our business, specifically

the countries with strict gun laws such as Australia. Australia has banned guns completely and

a lot of the citizens are not a thrilled about this. However, even though we know there is a

market for our business in other countries, we are not going to spend large amounts of money

marketing to international customers who will most likely not ever visit our range.

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Competitive Analysis

Our direct competition is the other local firing ranges in the area. Currently there are 9 ranges

within the specified region none of which have any sort of virtual range like we do. (Where to

Shoot, 2016) Our indirect competition includes state owned land specified for shooting and

people just shooting in their backyards or on private land. Our competitive advantage is our

VirTra range that is provided for our members to use as well as for nonmembers if they buy

single use slot time. To stay competitive, we will not have our price significantly higher than

our competition just because of our VirTra range. We will have an annual membership price to

receive reduced rates on range time, a premium member price to get unlimited free use of

ranges (does not include VirTra range) and a premium plus member price to include VirTra

range time. As well as our competitive pricing we will have an extremely highly trained staff to

assist our customers. Our three biggest competitors are Binghamton Rifle Club, Whitney Point

Sportsman Association, and Broome County Sportsman Association. Binghamton Rifle Club is

our main competitor because they are dedicated to the same service as we provide. The two

sportsman associations do not have as big of ranges and also offer classes such as firearm

safety and hunter safety. Our strategy to out perform our competitors is to provide our

customers with a knowledgeable staff and to always have enough ammo on hand to satisfy our

valued members and customers. The tactics we will use are predicting inventory based on

historical information and extensive interview processes. The barriers we will create to block

out competitors are an expectation of high quality service at a reasonable price to force other

ranges to do the same or lose business.

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Marketing Strategy and Plan

Being a business that deals solely with individuals who are gun enthusiasts, our marketing

strategy is to advertise in areas where the target market is likely to be located at. For example,

we will have advertising posters located in all local outdoor shops that sell firearms such as the

Gander Mountain in Binghamton, NY and the Dicks Sporting Goods located in Vestal, NY. By

doing this, we will have as little of our advertising wasted on people who are uninterested.

However, we are aware that we want to reach out to people who are not currently interested

in shooting or learning how to shoot. In order to reach these people as well as our target

market with a direct interest, we will have a billboard located on Highway 87 year round. This

highway will be an effective location because the highway runs directly through all of the

counties within the Southern Tier Region so we can advertise to our entire target market.

According to the New York State Government website, about 250 million vehicles travel this

highway a year which will give us an extremely large viewing rate. (New York State, 2016)

Finally, we will use radio advertising to connect with our target market. We will have four 30-

second long commercials a day on 98.1 The Hawk which is Binghamtons #1 station for new

country music. (Gaebler, 2015) In general, the majority of country music fans enjoy firearms,

hunting, and the like. This will be a great opportunity to reach our target market. In order to

be profitable, we will need to capture only 1% of our target market as members and only 5% as

pay as you go customers. However, of course we intend to capture a much higher percentage

than this but these numbers will allow us to cover our expenses. Our positioning statement in

our marketing plan is that we possess a service that is not offered anywhere else in the region

and provide a safe location for people to continue to enjoy their favorite hobby. We plan to

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grow our organization by using our retained earnings from our first 5 years to open up a second

location to decrease the traveling distance of some of our members and to give the possibility

to join to those who do not want to drive a long way to use our range. We do not plan to

franchise because we take pride in the knowledge of our workers and the safety of our

environments and we do not want our reputation in the hands of franchise owners.

Product/Service

We will be marketing our 3 different types of memberships that we offer and our USP will be

our state of the art virtual range. Our first membership is the basic plan which offers discounts

on range time and 100 rounds of ammo per year to the member. The next membership option

is the premium plan which is unlimited basic range time and 500 rounds of ammo. The final

option is the premium plus plan which which offers unlimited basic range time, 20 hours of

guest range time, 10 hours of VirTra range time, and 500 rounds of ammo per year. We will

also market our opportunity for one time users to come in and shoot. This will meet the need

for more firing ranges, as well as the need for people to see what its like to be put in real life

situations with a firearm. Our service is currently in the introduction phase because the

technology in our virtual firing range is brand new and not well adopted yet. The main feature

we will focus on selling and marketing will be our VirTra range because that is what separates

us from the competitors. The only thing we plan to own will be our name and our logo as of

right now. Should the opportunity come down the road for us to create a product that will

better the sport, we will get all necessary patents needed. The other organizations we will be

helping will be our ammunition suppliers; Remington and Winchester. We will be purchasing

11
extremely large amounts of ammunition from them monthly. We also plan to support some

organizations who support the causes we believe in such as the NRA, the NYDEC, and the EPA.

We will publicize our philanthropy on our webpage, but we will not go out of our way to try and

receive publicity for it. We will do our philanthropy because we believe in the causes of the

organizations we donate to, not to try and increase sales.

Pricing

Our pricing strategy will be skimming prices because we have a service that is still in the

introductory stage and have the ability to charge more because we have no competitors. We

will also use meet-or-beat-the-competition pricing for our memberships that our competitors

offer such as the basic package which allows only for the use of regular range time unless

virtual range time is purchased separately. The only discount structure we will offer is a

reduction of membership fees to active duty military members, veterans, active duty police

officers, and former police officers. We will not extend credit to customers because we charge

based on an annual fee to our members so we expect to be paid once a year in full.

Promotion

Our business slogan is Dial in Down Here in the Southern Tier. Our business logo is the

acronym for Southern Tier Firing Range. It will be the letters STFR in bold letters underlined

by a rifle. We will protect our logo by getting a trademark for it. We will specifically advertise

within our region in outdoor stores, along a major highway, and through the local country radio

station. We intend to receive publicity through the uniqueness of our service offered and by

12
offering discounts to the people who serve and protect our country. We will provide superior

customer service by hiring a well-educated staff, having unmatched enthusiasm, and by letting

no question go unanswered. We will keep our customer database safe through a secured DB

platform that we will have created by an outside organization that specializes in database

programming. The questions that will be asked to all customers in the data base will be things

such as name, DOB, address, phone number, membership plan, and years of shooting

experience.

Place

Our service will be sold at our one physical location. This location will be in Binghamton, NY

which is in the center of the Southern Tier Region. This location will give the best opportunity

to limit the driving time of our furthest members from the location. The advantages of having a

single physical location and no virtual location is the reduced fixed costs of having a single

location. Also, it allows us to gain a personal relationship with our customers. The surrounding

businesses are Gander Mountain, lots of restaurants and entertainment, and a large shopping

mall. The location is right off of the large Highway 87 as well. As said before, Highway 87 gets

travelled by roughly 250 million vehicles a year. (New York State, 2016) Current unemployment

rate in Binghamton, NY is 5.2% and the increase in private sector jobs rose by only 3,000 in

2016. (New York State , 2016) This provides us with ample opportunity to staff our first location

accordingly.

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Management and Operations

Management Team

Year 1 Year 5

CEO
Spencer Madden
CEO
Spencer Madden
Administrative Administrative
Manager Assistant

Administrative
Manager Range Supervisor Range Supervisor Range Supervisor Range Supervisor Range Supervisor

Range Supervisor Range Supervisor Range Supervisor

We will be hiring employees and their qualifications are going to be crucial to our success. We

will pride ourselves in having a well educated staff to ensure all of our customers questions are

answered. We will be looking for people who have at least 5 years of experience handling,

shooting, and cleaning firearms. These employees will also be expected to carry a positive

attitude everyday to work with the intention of helping customers. The biggest trait that all our

employees must have is a love for firearms and the sport of shooting. We are not looking for

people who are just here to pay the bills. We want people who believe in the same things we

do. They will help in the success of the business because people will want to shoot with us

because they know that it is the best place to go to improve their shooting skills. We will pay

employees in management positions with a yearly salary. All other part-time and full time

workers will be paid hourly. I intend to pay myself a yearly salary with a 5% commission in the

14
bottom line. As years progress the commission may increase, but for now we want to keep as

much of the bottom line as retained earnings as possible in order to grow the business. Our

most important policy towards employees will be respect. Managers will respect employees,

employees will respect managers, and everyone will respect customers. This will allow

everyone to enjoy coming to work with people they enjoy spending time with. Our corporate

governance is based on a 5 rule system to describe our organizations ethics. The first rule is to

act responsibly whenever in possession of a firearm, safety is our number one concern (treat

every gun as if it is loaded). Second, is to have as small of an ecological footprint as possible.

Third is to continuously support the non-profit organizations who are on the same mission as

us. Fourth, is to act in compliance with all legal regulations and standards. Fifth, is to respect

the opinions of those who do not share the same passion for firearms as us. We will have a

single advisor for the first 5 years and then potentially move to a board depending on growth.

Our advisor will be Andy McCormick of Whitney Point, NY. Andy is one of the game wardens

for the area so he will be able to provide us with information on new laws and restrictions that

could potentially impact our business.

Research and Development

We will continue to research our market and how it changes yearly. Also, we will be

consistently researching the new technologies that can improve our business such as the VirTra

we use. Currently, the next technology that is on the rise that we have been researching is

called the Action Target Total Containment Trap. This is a safe backstop that catches

discharged rounds and disposes of them properly to reduce our ecological footprint. This

15
technology is not yet completed, but we plan to purchase this backstop once it is ready and has

been tested. Others in the industry are currently also looking into this technology, but we are

not getting this product for a competitive advantage. We are getting this product because it

helps us to follow our guidelines to act as an ethical organization. Our only intellectual

property will be our name, logo, and slogan and these will be protected by a trademark.

Physical Location

Our location will be a 31,000 square foot warehouse located in Binghamton, NY right off

Highway 87 at 97 Ely St, Binghamton, NY 13904. This warehouse is 41,000 square feet with the

option to rent as little as 31,000 square feet at $2.60/SF/Year. (LoopNet, 2016) We will turn the

warehouse into a 30 lane shooting range with 1 virtual range. Along with this we will have a

main office where people can come in and learn about memberships and talk with our

employees. We are located right down the street from Gander Mountain so people can

purchase weapons to use or ammunition that we do not carry. The only zoning law that applies

to us for the city of Binghamton is compliance with noise regulations. We cannot surpass 70

decibels at anytime during the day. (City of Binghamton NY, 2016) Most firearms are producing

around 130 decibels each shot so it is imperative that we be sure to completely sound proof our

building. Other zoning laws such as flood damage prevention, erosion control, and unsafe

building construction do not apply to us because we are renting our building. (City of

Binghamton NY, 2016) They only apply to those constructing a new building that must comply

with regulations.

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Facilities

Our building will be an industrial leased warehouse and our equipment will be our VirTra

projection system. The technological tools we will use for our organization will be the the

VirTra virtual range system. We are willing to spend the money to purchase this expensive

technology because it provides us with a competitive advantage because no other gun ranges

have one in the region. We will get access to the technology through direct order of the

manufacturer. They provide all the equipment needed and install the system for you. Also, we

will purchase the yearly service and updates provided by the company. Potentially down the

road when the technology is ready, we will purchase an Action Target Total Containment Trap

as further equipment. The TCT catches discharged bullets and spent rounds in order to recycle

the metals used to make them in order to be used again. This is much more environmentally

friendly then discarding spent rounds into the trash to never be used again.

Inventory, Production, and Quality Assurance

The only products that we will plan to sell and/or provide to our members will be the

ammunition. We will receive the ammunition directly from the manufacturers due to the high

volume being purchased. Our supply chain looks like this.

Remington STFR Winchester STFR

As of right now there are no economies of scale to be obtained by our business because we are

not producing anything that we will be able to reduce costs on. An estimated delivery time on

our service is immediate. Once a member signs up and fills out all required paperwork, they

17
are more than welcome to shoot that day if they choose. The method we will use to ensure the

quality of our service is a helpful staff, an ample supply of ammunition on hand, and never

having a wait time. Our business will need a strong insurance policy due to the fact that it deals

with dangerous firearms. We need to be covered in case of injury to customers, employees,

equipment, and protection from litigation. We have hired an account to ensure that all of our

taxes are being done correctly, so we can focus on what we do best. We will not have any

employees working for minimum wage and you must be 21 in order to work for us so we will

not have any issues with the law there. Health and safety regulations will limit employees and

customers from spending more than an hour at a time in the range due to noise concerns.

Also, everyone must be wearing safety glasses and hearing protection at all times while in the

range. Antidiscrimination laws affect us just like every other company. Every employee will

have a fair chance to work at STFR provided they have the right number of years of experience

we are looking for.

Financial Analysis and Projections

All recordkeeping will be done by our outside operation accountant. We will have a business

checking account for business purchases. We will also have a business savings account for

emergency use only. As the number of members we accumulate grows, our materials and

supplies will grow concurrently because we provide ammunition to our members. Also, we

have fluctuating licensing costs due to NY State law on the introduction of new firing lanes.

There is an initial cost of $10,000 to license our first ranges. After year 3 when we introduce

more ranges we have another licensing cost for $5,000 to incorporate the additional 15 lanes.

18
Sources and Uses of Capital

We will need to raise $350,000 in capital in order to pay for all necessary components to start

the business. We will be asking for a loan on a 7 year repayments plan at a lower than 10%

interest rate. The money will be used to build the ranges, purchase the virtual range, staff the

business, recruit outsourced staff, and purchase all necessary equipment. We will need to build

all ranges and purchase the virtual range which will equal roughly $100,000. We also need to

purchase inventory as well as equipment such as computers and databases. In total we expect

to have slightly over $300,000 in start up expenses. The extra $50,000 will be used in the

recruiting process for finding qualified individuals. All of the start up capital will be raised

through debt to avoid losing any equity in the company. We will have enough profit to payback

the money borrowed by year 3, but we took a 7-year loan in order to use most of profits as

retained earnings. We will use bootstrap financing in order to make to initial loan go as far as it

can in the company.

19
Financial Projections Chart (Year 1 Year 5)

Risks and Assumptions

Our biggest risk to our current financial projections is the potential for litigation and/or

increased insurance rates. Although we intend to operate with safety being the number one

concern and enforce firearm responsibility very strictly, guns are dangerous and there is the

possibility of accidents happening. It is important to acknowledge that these risks are present

so we can be better prepared for them. We have a business savings account that a percentage

of net income will go into each year and this money will be used as a contingency plan. If we

20
have in increased insurance rate and/or get sued, we will be able to cover the expenses by

using this account.

Funding Request and Exit Strategy

Amount and Type of Funds Requested

We are requesting $350,000 to be paid back at under 10% interest over 7 years. We will be

using this debt to finance the business. The money will be used to rent the location and

renovate the building to suit firing ranges.

Exit Plan

Lenders will be paid back within 7 years. Franchising is not currently in our plans but a second

operation is likely to be started. Exit strategy will be selling the business upon retirement time.

A months worth of training will be provided to the buyer in order to teach them how to

operate the business successfully.

Milestones

Our biggest milestones within the first 10 years are to open a second operation by year 5 in

order to better serve our target market in distant locations within the region. Another

milestone we hope to achieve is to expand large enough to accumulate the extra 10,000 square

foot available in our current facility. By year 5 we hope to have the Total Containment Trap

installed in order to reduce our ecological footprint. Our final milestone which is set for year 10

21
is to have contributed over $1 million to the organizations we support such as the NRA, NYDEC,

and the EPA. This will prove our commitment to our core values.

Appendices

Rsum attached on next page.

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Spencer A. Madden 19 Durham Street
smadden@nichols.edu Nashua, NH 03063
603-305-8325

Summary of Qualifications
o Hard working individual that excels in communication and critical problem solving
o Works well in groups, large or small, while still maintaining leadership qualifications
o Organized and well prepared to take on any challenge that may arise

Education
Nichols College, Dudley, MA Anticipated Graduation May 2018
Bachelor of Science in Business Administration Overall GPA 3.78/4.00
Concentration in Management Major GPA 4.00/4.00
Certificate in Entrepreneurship

Work Experience
Landscape Architect, Newmans Landscaping, Brookline, NH, Summer 2015
Tailored client lawns to requested specifications. Instilled values of hard work and the
abilities to meet deadlines while staying within a designated budget and still satisfying
the customer.

Clubhouse Attendant, Lowell Spinners, Lowell, MA, Summer 2011-Summer 2013

Catered to minor league baseball players request and helped maintain home locker
room condition.

Public Safety Dispatcher, Nichols College, Dudley, MA, October 2016-Present

Handles radio communications and dispatches officers according to situations. Requires
careful listening and decision making skills, especially in stressful situations.

Athletics
Nichols College Varsity Baseball NCAA Division III

August 2014 September 2016

Second Team All-Conference 2015 May 2015
Second Team 2015 Worcester All Area May 2015

Volunteer Work
Three-time Nashua canned food drive volunteer
April 2012-2014
Eight-time Leukemia & Lymphoma awareness Light the Night Walk participant
September 2006-2013
Bison Give-Back Day
October 2014

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NY: http://www.binghamton-ny.gov/ordinance/zoning
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LoopNet. (2016). Binghamton Real Estate. Retrieved November 16, 2016, from Loop Net:
http://www.loopnet.com/Listing/19915485/97-Ely-St-Binghamton-NY/
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NAICS Association: https://www.naics.com/standard-industrial-code-divisions/?code=79
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13, 2016, from New York State Department of Labor:
https://www.labor.ny.gov/stats/laus.asp
New York State. (2016). FAQs. Retrieved November 13, 2016, from New York State Thruway
Authority: http://www.thruway.ny.gov/about/faqs.html
US Census Bureau. (2015). American Fact Finder. Retrieved October 29, 2016, from United
States Census Bureau:
http://factfinder.census.gov/faces/nav/jsf/pages/community_facts.xhtml#
Where to Shoot. (2016). Find a Place to Shoot. Retrieved October 31, 2016, from Where to
Shoot: http://wheretoshoot.org/Find_Range/wts_subresults_test.asp

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